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[Manufacturing project management] |
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changing demands of each phase of product development, 238-244 |
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full commercialization, 243 |
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molecule selection, 238, 239 |
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patent expiry defense strategy, 243, 244 |
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phase II/III, 241, 242 |
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phase IV/launch, 242, 243 |
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preclinical phase I/II, 239-241 |
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conflicting objectives, 237, 238 |
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interlocking project structure, 244-246 |
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key issues facing, 236 |
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manufacturing philosophy, 236, 237 |
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manufacturing project management group, 246-248 |
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technical support structure, 248-251 |
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worldwide production, 251, 252 |
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Mechanical testing of drug delivery devices, 197 |
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Miniaturization, 22 |
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Monte Carlo simulation, 36-38 |
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Multiattribute analysis, 37-39 |
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Multidisciplinary teamwork for clinical research projects, 205, 206, 216 |
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Multiproject planning, information systems for, 78, 79 |
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Network plans, 72, 73 |
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Network software for project planning, 77-80 |
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New percent value (NPV), 39, 42 |
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Open data base connectivity (ODBC) for single project systems, 78 |
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Optimizing the project plan, 61-70 |
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clinical development, 68, 69 |
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manufacturing development, 69, 70 |
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phase I, 67, 68 |
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toxicology and safety investigations, 66, 67 |
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Option pricing analysis, 38, 39 |
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Organizational concerns raised by portfolio review process, 47, 48 |
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Personal productivity tool |
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IT as, 264 |
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Pharmacoeconomics |
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Interest groups, 16 |
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PICAS data base, 224, 225 |
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Portfolio review and analysis, 25-49 |
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data gathering and review, 32-34 |
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IT as aid to portfolio management, 281, 282 |
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link between strategic goals and operational plans, 27 |
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organizational issues, 47, 48 |
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overview of portfolio review process, 28, 29 |
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results, 39-47 |
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resources and costs, 43-45 |
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risk/reward, 39-43 |
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strategic issues, 45-49 |
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review inputs, 29-32 |
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commercial attractiveness, 31, 32 |
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R&D feasibility, 30 |
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research potential, 29, 30 |
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resources and costs, 30, 31 |
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review methodologies, 34-38 |
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